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This paper examines the relationship between the related yet distinct constructs of power and leadership. Although power (asymmetric control over valued resources) is often a foundation of leadership (influencing and motivating a group of individuals towards a common goal), the paper considers power to be neither a necessary nor a sufficient condition for the emergence of leadership. This paper distinguishes power from leadership along a number of dimensions and highlight that the relationship of power to leadership lies in power's psychological effects. A number of the psychological properties of power - action, optimism, abstract thinking - can be seen as part and parcel of effective leadership. Other psychological consequences of power - diminished perspective-taking, risk-taking, overconfidence, and the tendency to objectify.
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